PMO Success: A Matter of Integration

There's a great article on Projects@Work about Harvard Pilgrim Health Care's (HPHC) PMO, examining the elements that have made it succesful. It's rare you hear about a successful PMO these days, and when you do, it's usually a result of the factors listed here.

Key lessons (all of which I've long endorsed):

1) Look outward to the overall business and the customer, not just IT.

2) Keep it simple. A PMO doesn't have to be complex; it just needs to support project managers, and engage them in continuously improving the overall process.

3) Keep it integrated. An enterprise PMO, outside of IT, is a vital part of ensuring integration. An additional IT PMO is fine, as long as it's integrated with the whole.

This is in line with my statements that a PMO should really be called an IMO (Integration Management Office).

Here's an excerpt that explains the way the Enterprise PMO and an IT PMO work together at HPHC :

HPHC has two formal PMOs; one at the enterprise level, the other within the IT Division, managed by outside vendor Perot Systems. The two units have co-existed since 1999 and have no trouble defining their roles and relationships in support of business plan delivery. According to Ron Hill, Perot Systems Client Executive to HPHC, the pathway for success is “born from the teamwork of the EPMO and the IT PMO.” Hill believes the strength of the relationship between the two units is visible through the communication between the EPMO, the IT PMO, and the business users. “Everyone must use the same methodology, vernacular, and project tools to reduce the risk of miscommunication.”

And here's the full article...

http://www.projectsatwork.com/content/Articles/239007.cfm

PMO: Center of Project Excellence ?

Is a project management office a center of excellence?

Subject matter experts = project managers; Central repository for materials = project portfolio, schedules, business case forms, scope documents, etc.; Clearinghouse of standards = project methodology; Source of educational opportunities = project training, mentoring; Development and monitoring of metrics = project dashboard, roi and hurdle rates;

The answer is yes (I was hoping this was the case), using criteria discussed in reference post. ...

... "The fact is, Centers of Excellence are most often unique to the organization or business unit that creates them. However, here are some common elements ... " ...

Via Think For A Change: Centers of Innovation Excellence...

Project Methodologies: Keep 'Em Flexible

Time and time again, I've seen organizations spend months devising the perfect project management methodology, sometimes even building it into their EPM tools, only to find people complain that it slows them down and doesn't add much value.

In many cases, they're right. The problem is that not all projects require every step, and in many cases there are easier ways to accomplish what certain steps are meant to do. Another mistake many people make is forcing task dependencies into the project template, such that design cannot happen until planning is completed, and construction cannot occur until the design is approved, and so on.

While this may be true of some projects, on many others, work does not occur in a linear fashion. For instance, certain segments of a project can udergo development while other segments are still being planned. On agile IT projects, the feedback from prototypes and iterations will often dictate the design, and rightfully so.

When it comes to methodologies, frameworks, and templates, the most effective organizations use one or more of following approaches:

- A methodology and project schedule template that allows project managers the discretion of which steps to apply to their project.

- Multiple methodologies and templates for various types of work, with streamlined versions for smaller or more flexible efforts.

- A methodology that identifies which items are mandatory for all projects versus those that are at the project manager's discretion.

In project management, as in pretty much any field, one size does not fit all.

PMO Success Metrics: Proceed With Caution

Based on Benjamin Disraeli's well-known statement about the three types of lies, "lies, damned lies, and statistics," Jeannette Cabanis-Brewin wrote an interesting article in Developer.com about the many faulty assumptions people make based on so-called statistics about PMOs.

Cabanis-Brewin is editor-in-chief for PM Solutions' Center for Business Practices, so she's seen her share of statistics. Some key points:

- There are many interpretations on what constitutes a PMO, so many statistics on PMOs are skewed from the start.

- Some reports indicated high project failure rates in organizations with PMOs. That's likely due to the fact that organizations without PMOs don't tend to measure project success. Without measures, there are no failures.

- Many surveys are poorly designed and miss crucial clarifying questions.

Cabanis-Brewin recommends going to the source and digging into the supporting details to draw your own conclusions. She also reminds us that surveys usually do not contain the definitive answer, but rather serve as a starting point for more research. Finally, she cautions us to beware of the Hawthorne Effect, which states that the act of observing often changes the observed.

I would add that it's also important to be careful what you ask for. Many organizations want to begin using metrics, but are surprised to see success rates so low. They pressure project managers too soon and expect success rates to instantly soar to above 90%. It's vital to give the organization time to address problem areas and develop maturity.

Yes, it's important to capture metrics, but it's equally important to create a blameless reporting environment, by which people will report accurate data without fear of retribution. It's also critical to think about how you measure success. True success doesn't always correspond to on-time and on-budget. But that's another story.

Here's the article...

Lies, Statistics, and the PMO

PMO Setups: Which is the Right One?

I recently came across an article from William Casey and Wendy Peck that originally appeared in PM Network in 2001. It's a valuable article about PMO setups, and the issues still hold true today.

The premise is that there are three primary functions a PMO can serve (or any combination therein):

- Weather Stations, which merely monitor project activies without directly influencing them, through status reporting, metrics tracking, benefits tracking, and so on.

- Control Towers, which attempt to reduce variability on project effectiveness through training and mentoring, change control mechanisms, risk management, communication standards, lessons learned, and tools and processes that can be adapted appropriately to the project.

- Resource Pools , which maintain a selection of skilled project managers from which the organization can pull from, at least for major projects or programs.

The article offers benefits and warning signs for each, along with the suggestion that PMOs adopt a mix of roles, potentially based on certain project size thresholds. In fact, the authors caution against taking on projects that are too small to warrant the PMO disciplines required.

Read on...

Choosing the Right PMO Setup

PMO Increases Project Success Rate

The project management office adds value through consistent methods and discipline to increase the success rate of the project portfolio. ...

... "Board executives often approve IT projects without fully understanding them which is why organizations need to establish a Project Management Office (PMO) ... " ...

Via Computerworld Australia: Project Transparency

Project Operations: Lost in the Shuffle

Yesterday, I posted a review of the book, Hard Facts, Dangerous Half Truths, & Total Nonsense: Profiting From Evidence-Based Management, by Jeffrey Pfeffer and Robert I. Sutton.

As I pointed out in the review, the authors caution that too much focus on strategy often happens at the expense of effective operational execution. The same is true in project management, especially with PMOs.

While it's rewarding to implement portfolio management and strategic alignment of initiatives, it's equally important to tidy up the operational aspects of project management, such as better estimating, effective work breakdown structures, up-front problem analysis, better scope management, and so on.

If these fundamentals aren't correct, you can end up doing all the right work the wrong way.
Also, getting these fundamentals right doesn't happen overnight. It's an evolution. Often, senior management doesn't recognize this and they expect too much too soon from PMOs. The PMO graveyards are full of PMOs that weren't given an opportunity to grow.

Microsoft Live: Project Management App ...

Review of the Microsoft Office Live servicce by CNet ...

... "The Premium version has more back-office tools, like a project management application and a time manager. " ...

Via CNet: Link

Project Controls Governance: Michigan Recognized ...

State of Michigan recognized by State CIO Association for excellence in governance and project controls. Executive sponsorship embraced project oversight and a project office established the performance control standards and monitored status independently and objectively. ...

... "Michigan's child support enforcement system (MiCSES) is an excellent case study of how a large failing project can be transformed into a successful one with the aggressive application of project management processes. " ...

Via NASCIO: Awards

Project Accomplishments Recognized: KC MO ...

Kansas City recognized for its accomplishments in project management methods and delivery. ...

... "The City was awarded a regional APWA Management Innovation Award for the development of the Capital Improvements Management Office. The office was created as a partnership with MWH Americas Inc. and Burns and McDonnell to re-engineer the City's delivery processes and reinvigorate its backlogged capital improvement project portfolio. CIMO has used inventive corrective strategies and industry best practices to create a centralized, more efficient approach to capital project delivery and accountability. Additionally, three of the division's capital improvement projects were named regional APWA Projects of the Year. These awards recognize projects that exemplify outstanding project execution through project management; timely execution; safety performance; community relations; and quality control, construction innovations, and time and/or money-saving techniques. " ...

Project Accomplishments Recognized: KC MO: Via Kansas City Mo: News from City Hall: City receives four regional public works awards ...

Project Software: Sage Bolt-On Acquisitions ...

Sage Software makes bolt-on acquisitions to round out its capabilities in the construction project management software space and build on synergies with the Timberline product line. ...

... "Sage Software, a subsidiary of The Sage Group plc, announced that it has agreed to acquire the Master Builder product and business from Intuit Inc. The transaction is subject to customary closing conditions and expected to be completed within 30 days. The company also announced that it has acquired Contractor Anywhere Inc., developer of accounting, service, and project management software for building and service contractors. The acquired products will complement Sage Software's award-winning Sage Timberline Office, which provides accounting, estimating, and operations management software for the construction and real estate industries. " ...

Via The Sage Group: Sage Software Expands its Construction and Real Estate Software Portfolio with Acquisitions of Intuit´s Master Builder Business and of Contractor Anywhere ...

FBI Launches New Case File System Project; For the Second Time

As reported in Computerworld, the FBI has hired Lockheed Martin to lead an effort to create a $425 million case management system called "Sentinel." Their current case management processes are antiquated and mostly manual.

The catch is that they tried this before and failed. The prior attempt was abandoned last year after four years of effort and $170 million spent. The problem? High turnover of key managers and inadequate staffing of the project.

Here's a quote from the article...

"According to a 91-page report released last week by the U.S. Department of Justice's inspector general, the Virtual Case File effort failed partly because the FBI's IT project management office seemed to have a revolving door. Virtual Case File had "15 different key IT managers over the course of its life," the report said. "

Apparently, some of the hardware and networking from the prior attempt will be used, so it wasn't a total loss. And with this new attempt, they'll be using a more open architecture. However, they still haven't fully staffed their PMO (a concern raised in the inspector general's report). Hopefully history won't repeat itself.

Here's the full article...

FBI Shifts Into High Gear on $425M Case File System

Enterprise Project Management: Microsoft Specialization ...

Microsoft partner achieves specialization in enterprise project management ...

... "Berbee Information Networks Corporation has become the first Microsoft Gold Certified Partner headquartered in the Midwest to achieve the Microsoft Enterprise Project Management (EPM) specialization. The specialization, achieved in April 2006, recognizes Berbee's expertise in project management consulting for businesses needing tools and processes to effectively manage projects across entire organizations. " ...

Enterprise Project Management: Microsoft Specialization: Via Berbee: Berbee Earns Microsoft Enterprise Project Management Specialization

Earned Value Management Trends, Best Practices, and Pitfalls

A few weeks ago, I commented on Part 1 of a three-part series on Earned Value Management on Projects@Work.

While Part 1 set the stage and illustrated some of the challenges of EVM, Part 2 of this excellent series offers some excellent case studies and learnings.

For instance, the US government agency, OPM (Office of Personnel Management) cites the following critical success factors:

- Continuous executive sponsorship (not just up front)
- Committment to funding for adequate tools and training
- Adequate allocation of project managers' time to manage using this system
- Piloting EVM in a small group of projects to illustrate success and fine tune the details
- Not underestimating the culture change management required, involving employees, managers, and timekeepers. Regularly maintained training and job aids are critical.

Another organization, Inter-Coastal Electronics, cites having shallow, simple WBS templates in their ERP system as a key success factor. They claim that a WBS that's too granular becomes too difficult to manage. I couldn't agree more.

I highly recommend this series to anyone attempting to introduce Earned Value Management in their organizations.

http://www.projectsatwork.com/content/Articles/230753.cfm

Project Management Office PMO: Collaborative Environment ...

An interesting view of the PMO: an environment for IT and business collaboration where contribution is proven. ...

... "The project management office (PMO) was used in a number of cases to provide a collaborative environment for IT staff and business representatives. This environment provided contribution proof, mainly along the lines of time, cost and quality. " ...

Project Management Office PMO: Collaborative Environment: Via ITworld: Keeping score ...

PM Software Preview for OpenSource Desktop: KPlato ...

Preview available for open-source project management software ...

... "Technology Preview of a New Project Management and Planning Application: KPlato: KOffice 1.5 is the first official release to include KPlato. KPlato is a project management application that allows users to control project schedules and resource use. It is included in KOffice 1.5 as a technology preview and full functionality is expected for version 2.0. With this release, KPlato already offers various charts (gantt, pert), scheduling capabilities, calendars, resources, tasks and subtasks, detecting critical paths and resources as well as generating a work breakdown structure. KPlato can also be embedded into other KOffice applications. " ...

PM Software Preview for OpenSource Desktop: KPlato: Via The KOffice Project: KDE Ships New Release of Major Enhancements to Free Integrated Office Suite ...

More Earned Value Woes for IT

I mentioned the other day that the IT industry has been struggling to adopt Earned Value Management. There's a three-part series on Projects@Work on Earned Value that illustrates the trials and tribulations thus far. This first part is based on a survey from Primavera that demonstrates just how far behind the IT industry is.

Ironically, this is especially so in the US government (the focus of the Primavera study), despite a mandate from the OMB (Office of Management and Budget) that any IT organization that wants to get their project approved must use Earned Value for tracking cost.

According to the article:

Respondents cite three big EVM challenges:

• 25 percent say they are unfamiliar with EVM;
• 24 percent say they lack personnel trained in EVM; and
• 21 percent say they lack senior management interest.

As the article points out, the latter is the most suprising, considering the OMB mandate. It just goes to show that these things must be driven from the top if they are to be effective.

I suspect part of the problem is that the concepts need to be made simpler for management to embrace it, or at least the focus should be directed at the ultimate EVM figures management would care about, such as "Estimate at Completion," as opposed to the more cryptic Cost Performance Indices (CPI) - although they're valuable as a project manager's tool.

If you really want to turn a senior manager off, just show them an Earned Value metrics chart. Better to sell them on the concepts first and give them the resulting target estimates and planned corrective actions rather than the nuts and bolts of EVM metrics.

http://www.projectsatwork.com/content/Articles/230677.cfm

Project Management Office: PMO Approach to Basel II ...

Just like SOX compliance, banks are wise to implement the PMO, or project management office, approach to Basel II compliance. Article explores Basel II and the approach to risk management projects ...

... "Once an approach has been chosen, the bank will need to put in place a project management office (PMO) to address the approach-specific requirements of Basel II. " ...

Project Management Office: PMO Approach to Basel II: Compliance with Basel II: Via Express Computer

PMO as a panacea?

It seems that everywhere you turn, someone is recommending a Project Management Office as the solution to an organisation's project management woes. This 2003 article from CIO magazine makes a familiar point and provides some statistics that still have validity. Office Discipline: Why You Need a Project Management Office
The reason for bringing up the topic again now is that I recently came across a situation where a client was planning to implement project management tools - and to leave the project managers to use them as they saw fit.
McHardy's conjecture states that 'for business processes, whatever is not deliberately held together will fly apart'. In project management process terms this applies when artifacts - tools, procedures, templates, guidelines, etc. - are made available without any mechanism for coordinating their use. This is the 'discipline' referred to in the article. Without the requirement to apply procedures consistently, individuals will tend to develop their own solutions and approaches that are reasonably tailored to their own circumstances. Sometimes this will be based on tool preferences, local reporting habits, work profiles or requirement to conform to alternative procedures.
PMOs can take various forms but one common requirement is for the PMO to provide the glue to hold the processes and their use together. Even if there is no formal PMO there needs to be some cohesive mechanism to make sure the expensively acquired assets areused.

Project Management: Microsoft Office Live Beta Now Available ...

Office Live Beta is now available to support collaborative project management in a software-as-a-service model ...

... "the Microsoft Office Live Collaboration service offers small businesses password-protected online workspaces (intranets and extranets). Capabilities include customer management, project management, sales and marketing management, employee management, and company administration, as well as password-protected internal shared sites to facilitate collaboration among employees, customers, suppliers and other business partners. " ...

Project Management: Microsoft Office Live Beta Now Available: Via Microsoft: Microsoft Launches Beta Program for Microsoft Office Live Services: Internet-based services include free Web site, domain name and e-mail accounts ...

Process vs. Freedom; Finding the Right Balance

There's a great article in Computerworld about finding the balance between having well-defined, repeatable processes and allowing businesses (and project managers) the freedom to innovate. A flexible approach is key.

Here's an excerpt from the article:

Studies have shown that the consistent use of processes increases repeatability, productivity and quality while decreasing project delivery time. But these same processes can appear as a wall to the business people who are pressured to get
their ideas to market. The project team ends up on the battle line between the program management office (PMO) enforcing the procedures and the business people seeking to retain their freedom.

The article goes on to suggest ways to minimize conflict and satisfy both audiences. Read on...

Surviving Process Without Going Berserk - Computerworld

Project Stage-Gates: NASA Improvement Opportunity ...

NASA receives recommendation to improve project management quality through stage-gate approach (knowledge points) to the project lifecycle and solution maturity. ...

... "A report released today by the Government Accountability Office (GAO) concluded that additional decision reviews are needed to ensure that NASA's projects meet their performance, cost, and schedule goals. ...

GAO’s recommendations include requiring that NASA projects demonstrate: that key technologies have reached a high maturity level before approving the projects for transition from the formulation to the implementation phase, that the design is stable before approving the projects for transition from the design phase to the fabrication, assembly, and test phase; and that the design can be manufactured within cost and schedule and meet quality targets prior to any decision to enter into production. " ...

Project Stage-Gates: NASA Improvement Opportunity: Via Democratic Caucus, Committee on Science, U.S. House of Reps: Gordon, Udall Urge NASA to Heed GAO's Project Management Recommendations ...

Microsoft Poised to Take the IT EPM Market

It's like the tortoise and the hare. For years, Microsoft has been evolving its low-cost MS/Project suite and capturing the IT market, while mega-EPM providers such as Mercury, Niku, and Planview focused on meeting enterprise portfolio needs.

Now things are about to change. As we reported a few weeks ago, Microsoft acquired UMT, a leading EPM consulting firm. This brought technology and expertise to enable Microsoft to release a truly enterprise-driven product. Since Microsoft still owns the IT market by a wide margin, this will no doubt steer IT organizations in this direction. Whether other industries follow suit remains to be seen.

Microsoft has code-named their new product Microsoft Office Project "12". It is expected to be delivered in the second half of 2006, so design work has been well underway.

For more details about what Project "12" will offer, see PMForum's news update...

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: MICROSOFT ANNOUNCES NEW INNOVATIONS IN ENTERPRISE PROJECT MANAGEMENT

Scrum: Microsoft Adopts For Project Speed ...

In keeping with our scrum theme, this method focuses on delivering value early in the product lifecycle. Simon Avery reports on Scrum software development method employed by Microsoft to accelerate new product cycle time to market. ...

... "To get its classified system to market as fast as possible, Microsoft is relying on what it calls the scrum method of software development, which involves a very small team of engineers. For the on-line classified product, code named Fremont, there are just six developers. " ...

Via The Globe and Mail: Executive Decision: Classifieds force sluggish Microsoft to scrum

Additional resources on Microsoft and scrum ...

Via Microsoft: Download details: Project 2003 Tool: Scrum Solution Starter: "Scrum is an Agile project management practice that employs short iterations and continuous improvement. The Scrum solution starter extends Microsoft Office Project Professional 2003 or Project Standard 2003 and enables project managers to perform basic Scrum work. "

Via Chris Flaat's WebLog : People are not fungible resources: "We are currently using both Scrum and more traditional project management on several efforts going on within our product unit, and I thought I'd share some learnings. Something we're running into is that getting people dedicated to one effort can be hard, depending on the management style of the relevant managers. "

Software Tools and Methods: "This presentation started with a brief context-setting look at why Agile approaches are gaining in popularity. It then discussed the fundamental principles that are common to most Agile methods, and used the Scrum approach to give a more detailed view by example on how Agile projects work. "

PMO Project Office: Whirlpool Maytag Integration ...

Whirlpool makes leadership moves to support the integration of the planned Maytag acquisition in a controlled and disciplined manner through a project management office, or PMO. Appointed execs bring strong credentials to their new leadership roles. ...

... "Whirlpool Corporation announced the appointment of Ted Dosch, currently corporate vice president and controller, to corporate vice president, finance, Project Management Office, which manages the planning and integration of the anticipated Maytag acquisition. Larry Venturelli, currently vice president, Investor Relations, will succeed Dosch as vice president and controller. These moves are effective immediately. ... In his new role, Dosch will lead the planning and integration of all financial processes and internal controls associated with the anticipated Maytag acquisition. Venturelli will assume the controller responsibilities and continue to provide leadership to the Investor Relations activities on an interim basis. A successor to Venturelli will be named at a later date. Both Dosch and Venturelli will continue reporting to Templin. " ...

PMO Project Office: Whirlpool Maytag Integration: Via Whirlpool: Whirlpool Names Dosch and Venturelli to New Leadership Roles ...



Whirlpool Corporation is a global manufacturer and marketer of major home appliances, with annual sales of more than $13 billion, 68,000 employees, and nearly 50 manufacturing and technology research centers around the globe. The company markets Whirlpool, KitchenAid, Brastemp, Bauknecht, Consul and other major brand names to consumers in more than 170 countries.

Earned Value Management Deadline Looms for U.S. IT Projects

The Office of Management and Budget (OMB) has given government agencies until December 31, 2005 to develop a a plan for implementing Earned Value Management (EVM) for all of its IT projects. The IT industry in general has been slow to adopt EVM, and this is especially true in government agencies.

To assist with this, the CIO Council released a framework earlier this month for organizations to use for implementing EVM.

As reported on Government Computer News, "The guidance comes after a recent report by EVM software developer Primavera Systems Inc. of Bala Cynwyd, Pa., found that many agencies will struggle to meet the upcoming milestone because many agency senior managers have not embraced the concept. "

I think that's true for many senior managers in general, not just in the government. With the deadline a day away, let's hope the template has been of assistance. Meanwhile, check out the information below about the CIO Council's framework for implementing EVM.

CIO Council releases guidance on EVM plans

Business Performance Management: IT Project Challenges ...

Project managers need to pay special attention to requirements definition when involved in business performance management, or BPM, initiatives. Craig Schiff discusses the challenges associated with business performance implementations. ...

Business Performance Management: IT Project Challenges: Via DMReview: Maximize Business Performance: Don't Underestimate the Potential Impact of BPM

... "Underestimating BPM's possible payoff goes hand in hand with inadequate sponsorship and support from senior management that relegates BPM to a small IT project to be dealt with in the back office. This tends to result in failure to involve end users in the early stages of requirements definition and a poor grasp of the business issues. " ...

PMO Team Building: Olympic Events

With the holidays closing in on us, some project management office teams may need to do team building. Here are instructional videos to build your PMO team morale and heart rates. ...

PMO Team Building: Olympic Events: Via Office Olympics: Humor Office Videos: Trash Can Videos ...

... "Video #1 of the first season of office olympics, two office olympians make long jumps over rounded up office trash cans. " ...

How to Implement a Project Management Office

"Why do only half of all IT Project Management Office (PMO) implementations improve project success rates? A primary reason PMO implementations fail is that they are not planned and managed like a project...

...Depending on the organization and their business goals, the definition of PMO success can vary. There isn't a common recipe or a one-size-fits-all approach to implementing a successful PMO. In order for a PMO to be successful, it must be planned, managed and implemented like a project, or initiative, by experienced professionals."

I couldn't agree more.

For more insight http://www.chiefprojectofficer.com/article/164

IT Balanced Scorecard BSC: On IT Governance Roadmap ...

Measuring the performance of IT governance, the project management office (PMO), and individual projects is critical to understanding your current capability and to chart a future course of action. Shashwat Singhal explores the IT governance roadmap and the use of an IT balanced scorecard (BSC) to ensure that decisions are made in the interests of shareholders. ...

IT Balanced Scorecard BSC: On IT Governance Roadmap: Via Express Computer: Implementing IT governance ...

... "The IT balanced scorecard is an important mechanism for managing and aligning IT. Therefore, step 11 of the implementation road map refers to the establishment of an IT balanced scorecard. " ...

Project Management Cost Estimates: Reference ...

Dave Seitter recommends reference on cost estimation for project managers. ...

Project Management Cost Estimates: Reference: Via Construction Law Blog: Cost Estimates in Project Management and Disputes

... "Cost estimating is a management function common to all projects. This is true whether the project involves a high-rise office building, refinery, manufactured product, Super Fund site cleanup, or family vacation. Cost estimating is clearly not unique to the construction industry, but rather is common to a broad spectrum of capital projects in which time, cost and quality must be managed. " ...

Software as a Service: Microsoft Office Live: Project Collaboration ...

Microsoft Office Live will be released in beta in a software-as-a-service model (similar to Salesforce.com), which can support online project collaboration. ...

Via Scobleizer - Microsoft Geek Blogger: Matt Rolak says that Office Live is up

... "Matt Rolak links to the new Office Live site. " ...

... "Via Microsoft: Microsoft Office Live: Microsoft Office Live will offer you and your employees expert business management applications, such as customer, project, and document management tools, and a security-enhanced private Web site ... " ...

Evaluating a project manager's performance

Another of those coincidences came up recently. Reading about the importance of effective matrix management in developing project management, the question was posed about how to get effective team member evaluation when they would have both a direct line (functional) manager and one - or multiple - project manager(s). The dilemma was - which of the managers should provide input to the other - and when? If there is a PM office involved as well, the question gets more complicated still. That's why this article is timely and interesting. It tells us how the Navy Supply Corps does it. It describes how a large resource pool helps to ensure flexibility in assigning resources and personnel development.
Navy Supply Corps Newsletter: NAVSISA enterprise project management � the cornerstone for the future

Project Management Inefficiency: Manual Crisis Management ...

Tim Kaufmann explores the response of the Office of Personnel Management to the Katrina disaster and how inefficient IT systems project management requires the agency to employ manual and outdated techniques during a time of crisis. ...

Project Management Inefficiency: Manual Crisis Management: Via Federal Times: Hurricane pulls benefits manager out of retirement ...

... "OPM has been working for years on a system to convert paper files now stored in agencies' headquarters offices to an electronic database. Developing and deploying the system is behind schedule due largely to inefficient project management, the Government Accountability Office said in February. " ...

PMThink! resources on business continuity and disaster recovery projects:

• Business Continuity Project: Key Part of IT Strategy ...


• IT Risk Management: Disaster Recovery Planning: Forward Placement


• Project Manage Business Continuity Events

Top 10 Project Management Quips

It's not quite David Letterman, but here's a top 10 list of project management one-liners, selected from office-humour.co.uk.

1) If everything is going exactly to plan, something somewhere is going massively wrong.

2) Everyone asks for a strong project manager - when they get them they don't want them.

3) A project is one small step for the project sponsor, one giant leap for the project manager.

4) Some project finish on time in spite of project management best practices.

5) The person who says it will take the longest and cost the most is the only one with a clue how to do the job.

6) The nice thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression.

7) The bitterness of poor quality lasts long after the sweetness of making a date is forgotten.

8) What you don't know hurts you

9) A change freeze is like the abominable snowman: it is a myth and would anyway melt when heat is applied.

10) You can con a sucker into committing to an impossible deadline, but you cannot con him into meeting it.

For more of these, see the link below...

Jokes, Photos, Funny Stories and Office Humour - office-humour.co.uk

Project Managers: Importance of Human Capital ...

Project Managers: Importance of Human Capital: Via Huntsville Times: Networking opportunities

... "Tuesday: The Project Management Institute will hold its monthly luncheon meeting from 11:30 a.m. to 1 p.m. at the Bevill Conference Center (550 Sparkman Drive N.W.). Theresa Washington, director of the Office of Human Capital at NASA's Marshall Space Flight Center, will speak on The Importance of Human Capital to Project Managers. " ...

Increase IT Career Opportunities with Certifications & Education

This July 2005 article titled, "IT Certification: Increasing Women’s Career Opportunities" really could apply to anyone who may feel they aren't being taken as seriously as they should be. Some key points:

• For whatever reasons, there are STILL few women in senior IT and business roles
• Respected and relevant certifications/education can help to establish credibility and increase leadership opportunities (the key words are respected and relevant - if your company doesn't respect a Master's in Liberal Arts from City College, it probably isn't going to get you the corner office at THAT firm, but it may help you find your next job at a firm that values education in general; perhaps a Master's in Comp Sci or a certificate in Project Management from PMI (yes I am biased) would be more respected by your firm and relevant to your job, for example, and hey, it doesn't take as much time to achieve either)
• Most respected certification programs demand continual education and training for retaining the designation (PMI's Project Management Professional (PMP) is no exception)
• IT security and governance programs are reaching the top levels of organizations today - who are they going to choose to lead these important efforts? Someone with a string of respected and relevant certifications or not?

The answer is clear. Eat your alphabet soup - but pick out only the respected and relevant letters.

CertMag.com IT Certification: Increasing Women�s Career Opportunities

Microsoft Project Management Webcast: Upcoming ...

Microsoft Project Management Webcast: Upcoming: Via Microsoft: Microsoft Webcast: Getting the Most from Your People, Processes, and Projects with Effective Resource Management ...

... "Microsoft Webcast: Projects are the lifeblood of your business. Are your resources allocated appropriately? Do you have a sufficient understanding of costs and interdependencies between projects? In short, do you have the visibility you need? This webcast shows you how the Microsoft Office Enterprise Project Management solution helps you get the most value from your resources. Learn how to forecast resource usage in a multi-project environment; understand resource utilization, costs, and interdependencies across multiple projects ...

Start Time: Tuesday, October 25, 2005 9:00 AM (GMT-08:00) Pacific Time (US & Canada) " ...

Project Management: Connect Team With Big Picture

Post explores the challenge of project and program management to balance the natural tensions between the individuals and the larger transformation of an organization. Good tips for the project management office, PMO.

Project Management: Connect Team With Big Picture: Via Brave New World of Project Management: A Philosophy of Whole Systems

... "The best project managers are those who can relate and keep both their team's needs and the larger management team's needs met. Otherwise the project becomes the task without purpose, which in turn will end up undermining team's morale. " ...

What's the problem?

Browsing some Request for Information Postings the other day, I came across one asking for an estimate and references for setting up a Project Management Office. Seems reasonable, doesn't it? Some organisation has decided it needs a PMO and then goes and finds a consulting organisation to help them do it. There are lots of example out there - and they're not only about setting up PMOs.
But to provide useful and compelling information in response to the Request you need to know more about the context. What is the background that has led to the conclusion that a PMO is the solution? Any project, including setting up a PMO, will have goals and objectives. Just creating the product is not enough. There must be a purpose.
So please, all you posters of RFIs, to make sure the responses you get are as useful as they can be, include something about why you want to carry out this project. Tell us - 'What is the problem you need to solve?'

Project Management Book Pipeline ...

Project management consulting firm readies book pipeline ...

Project Management Book Pipeline: Via IIL: Global PM company launches IIL Publishing

... "IIL Publishing will not waste any time getting additional books off the press. There is already an e-book version of Dynamic Scheduling with Microsoft Office Project 2003 by Eric Uyttewaal; The Zen of Project Management is slated to be published in 2006 and an anthology of Project Management Poetry book is also due to come out next year. " ...

How NOT to build a Project Management Office

If set up "properly" (which I believe is different for each organization) and if led by the right person with the right attitude, a PMO can support a culture of empowerment, entrepreneurship and accountability.

This article suggests that PMO's can do more harm than good. Don't let that happen to your PMO! Start with the end in mind and design it properly, unlike poor Henry and the CIO that appointed him...

Beneath the Buzz: Project Management Office - Beneath the Buzz - Leadership RC - CIO:

OMB EVM Rules: Software Supports Capital Project Oversight ...

Software enables compliance with OMB earned value management EVM rules, which supports better oversight of capital projects ....

OMB EVM Rules: Software Supports Capital Project Oversight: Via xpdoffice - A Division of SSSI - Offering Web-Based Timesheet and Project Management Software

... "xpdient, Inc., a division of Scientific Systems and Software International (SSSI), announced the release of a new module of its successful xpdoffice solution to address new Earned Value Management (EVM) rules propagated by the federal government's Office of Management and Budget (OMB) via circular A-11, Part 7, titled Planning, Budgeting, Acquisition, and Management of Capital Assets. The release occurs as OMB officials are becoming increasingly persistent in urging agencies and agency contractors to adopt EVM oversight of major capital projects.

Becoming effective in the near future, rule changes to the Federal Acquisition Regulations will standardize EVM execution and use for all major federal government acquisitions, including information technology services. Widely used in commercial markets, earned value management is a standard way to measure a project's progress, forecast its completion date and final cost, and provide schedule and budget variances along the way. By integrating these capabilities, xpdoffice provides consistent indicators enabling project evaluation and comparison. " ...

xpdoffice is a web based Business Automation Software (BAS) solution that streamlines enterprise management and delivers improved project financial reporting. xpdoffice modules include HR, Contracts Administration, Time Management, Document Management, Knowledge Management, Purchase and Inventory, Project Management, and Expense Management.

Event: Project Management: Core Business Discipline ..

Event: Project Management: Core Business Discipline: Via Montgomeryadvertiser.com: Project management consultant to speak ...

... "Bill Stewart, a pioneer of the Project Office concept, will speak Oct. 19 at the Auburn University Montgomery TechnaCenter. He will offer tips for creating rapid change in an organizational culture and methods to foster acceptance of project management as a core business discipline. " ...

PMO ProjectManagement Office Activities ...

Via ITToolBox: Observations from a Tech Architect: Enterprise Implementation Issues & Solutions: Project Management Office (PMO): Context & Activities

Discussion of PMO activities ...

... "A PMO describes a team of people who fulfil project delivery management responsibilities. A PMO is typically established when providing a consolidated approach to project management creates efficiency and economies of scale. Examples are very large projects or when we are delivering several related projects for the same customer or using the same delivery infrastructure. " ...

Enable PMO ProjectManagementOffice Success ...

Enable PMO ProjectManagementOffice Success: Via eProject: Four Ways to Create a More Successful Project Management Office ...

Christian Smith, VP Sales & Marketing, eProject, makes recommendations to ensure the success of the project management office, or PMO, ranging from an emphasis on work process to implementation of simple enabling-tools ...

... "To get an entire enterprise focused on project success, the PMO must be designed, empowered, and equipped to serve the entire enterprise. It must be capable of solving big business problems like selecting the right projects, assigning the right resources to them, and then determining Return on Investment (ROI). It should also provide a collaborative environment for knowledge-sharing, document repository and communication horizontally across project teams and vertically across business line management. " ...

eProject delivers the only on-demand project and portfolio management solution for the extended enterprise. eProject is an intuitive, unified platform that enables users to maximize project ROI by compressing project cycle times, identifying best practices and optimizing resource allocations, with rapid deployment and quick adoption. eProject is used by more than 350 companies worldwide including BASF, BP, Cushman and Wakefield, Dow Chemical, Honeywell and T-Mobile.

PMO Project Management Office: The Rocky Road ...

PMO Project Management Office: The Rocky Road: Via CIO: Beneath the Buzz: Project Management Office ...

It takes awhile to win the hearts and minds of the workforce and to gain the leadership alignment necessary for true success of a PMO, project management office. The path to success is a rocky road, filled with boulders and ditches that mirror the culture of the organization. N. Dean Meyer explores the dark side of the PMO and how scoping its role can avoid the common causes of failure ...

... "Meanwhile, relations between Henry and his peers became strained. The other senior managers in IT resented Henry when hot strategic projects were taken away from them and given to him. They resented his control over their resources. They resented his looking over their shoulder, judging their progress and reporting on them to their boss. " ...

Telecommuting Trend Forces Changes in Project Management

Ready or not, telecommuting is fast becoming a reality for more and more companies, and it should only become even more popular as gas prices soar. In fact, many organizations are starting "shared office" programs, where the office mates take turns telecommuting, thus only one office is needed between them.

What does this mean for project managers? It means that it becomes even more important to learn skills at managing virtual teams. This CIO Magazine interview with Jaclyn Kostner, the foremost authority on virtual teams (and author of several great books on virtual team leadership) is well worth reading.

Also, check out the Gartner report below on telecommuting trends...

Teleworking: The Quiet Revolution (2005 Update)

TimeSheet Software Upgraded ...

TimeSheet Software Upgraded: Via Journyx: Journyx Timesheet 7.0 Ushers In New Era Of Time Tracking, Billing & Project Management Software ...

... "Journyx, the leader in Web-based time and expense tracking solutions that automate time-tracking, billing, invoicing, payroll and project management, announced the launch of Journyx Timesheet 7.0. Journyx Timesheet is a multi-platform solution and runs natively on Windows (Windows 2000/2003, XP, NT) and Unix (Linux, FreeBSD, AIX, Sun Solaris). Timesheet is 100 percent web-based, and is accessible with any internet-connected modern browser from anywhere on earth. The software is available as an ASP hosted option and as a traditional local installation, and easily interfaces with existing applications via XML/SOAP. Standard integrations are available for MS Project, Intuit's QuickBooks, Peachtree Accounting and many others. " ...

Virtual Project Management ...

Virtual Project Management: Via BusinessWeek: Management Virtues in a Virtual Office

Karen E. Klein interviews MediaThink COO John Piccirillo and discusses his approach to management of a virtual company ...

... "We have a software system that does project management for us -- it's called Groove Networks. You have to have a system to manage different versions of documents for various projects and keep all the e-mails relating to that project together. If you don't, working online can be a hellish experience. We also use instant messaging. " ...

Lite Solution TimeCard Project Management ...

Lite Solution TimeCard Project Management: Via BQE: BillQuick Lite

... "BillQuick Lite is one of the most powerful timecard and project management tools on the market. It is designed with a complete open architecture that makes add-on's and custom modules possible to greatly enhance and customize BillQuick's features to the unique needs of your office. " ...

Excellence in Program Project Management: Public Sector ...

Excellence in Program Project Management: Public Sector: Via OGC: Government to Recognise Excellence in Public Sector Projects

... "the Office of Government Commerce launches its 2005 Awards for excellence in programme and project management across the public sector. The Awards, known as the Delivery Awards scheme, is a joint initiative between the Office of Government Commerce (OGC) and the Cabinet Office. It is designed to promote, recognise and reward effective use of programme and project management skills in achieving the successful delivery of public sector programmes and projects.

All nominations need to be with the Service Desk by 23rd September 2005. " ...

The Office of Government Commerce (OGC) is an office of HM Treasury, with its own Chief Executive. OGC works across government as a catalyst to achieve best value for money in commercial activities and supports government departments in successfully delivering major acquisition programmes and projects. Its remit now also covers implementation of the Government's Efficiency Programme, and implementation of the Lyons Review on relocation. OGC has a target to secure £3bn. of value for money gains in central civil government by 2006 and oversees the delivery of £21.5bn. by 2008 under the Government’s Efficiency programme.

OnDemand Portfolio Management Solution: SMB Market ...

Via 3 Olive Solutions: on-demand project portfolio management solution ...

... "3 Olive Solutions develops Portfolio Intelligence™, the popular on-demand project portfolio management solution. Portfolio Intelligence™ is the solution of choice for mid-sized and small organizations or departments of larger companies such as the project management office (PMO) due to its affordability, quick implementations and easy-to-use methodology. Portfolio Intelligence™ gives executives and managers oversight for groupings of work efforts with its organization, control and decision support capabilities that result in increased business value from projects, better resource utilizations, and lower costs. " ...

Three Olive Solutions, LLC was founded with the mission of developing software solutions that help executives and managers be more effective leaders within their organizations. 3 Olive’s initial application, Portfolio Intelligence™, is an ondemand project portfolio management solution that is ideal for small and mid-sized organizations or departments within larger companies such as the project management office (PMO). Portfolio Intelligence™ is an affordable and easy-to-implement solution that enables executives and managers to organize, control and make better decisions on their work efforts resulting in higher business value, better resource utilizations, and lower costs.

PMO Project Milestone Reviews ...

PMO Project Milestone Reviews: Via ADTmag.com: Seven Habits of Highly Successful Business/IT Aligners ...

In this article, by Stephen Swoyer, on the Seven Habits of Highly Successful Business / IT Aligners, Dr. Tushar Hazra describes the importance of project milestone reviews by the PMO ...

... "Another practice that's well established in most large companies is that of periodic milestone reviews, particularly with respect to project deliverables. The best practice for the mid-size or large companies is setting up the project management or roadmap management office, and giving somebody a specific responsibility to maintain some of these reviews and inspections, and keeping track of them as you grow ..." ...

Project Management Lessons-Learned; A Lesson Learned

For a good writeup on Lessons-Learned, see this writeup as part of the OGC Successful Delivery Toolkit. The OGC (Office of Government Commerce) are the makers of the PRINCE2 project management methodology and the ITIL (IT Infrastructure LIbrary) service delivery management standard.

The OGC suggests questions that should be asked as part of a lessons-learned report, and raises the importance of reviewing prior lessons-learned at the beginning of all projects. They rightfully suggest that lessons-learned should be collected at a minimum after each project phase (ideally even more frequently - such as at regular status meetings).

They also raise the importance of having a quality control person or process owner be a recipient of all lessons-learned reports, in case standard processes need to be revised.

Lessons learned report

Process Definition made EZ using IDEF

Just wanted you to know that IDEF really works. I’ve used it for years. IDEF is an easy, terrific technique to use to get people thinking about process. This has been useful to me in a number of situations, which include but are certainly not limited to:

• A business is entering a new market; they need to define the business process by which they will serve that market
• Project Management Office (PMO) processes need to be defined (i.e., portfolio management process)
• A new IT system needs to be built to support a new business process
• A new IT system needs to be built but the business prefers to reuse key legacy systems

So, without having to read the entire site IDEFO site, here are the basics illustrated by an example that you may not like, but hopefully, you can relate to (although, my husband would remind me that he can relate to it even better than I can these days, but I digress…).

Process: “Doing Laundry”, also known as Level 1.

This process step decomposes into Level 2 or the basic steps of the “Doing Laundry” process:

1. Collect
2. Wash
3. Dry
4. Fold
5. Store

A basic rule of thumb is to define no more than 7 process steps at Level 2, otherwise you create a lot more work for yourself if you need decompose each Level 2 step into 2-7 more steps in Level 3 and then each of those into 2-7 more steps in Level 4. As you can see, it can get quite unwieldy if you are too detailed.

In our example, some may argue that “Wear” and “Soil” are additional steps. Do these come after “Store” or before “Collect”? What comes first, the chicken or the egg? These are examples of questions that the group may stumble upon and need to wrestle. This is part of the benefit of the IDEF decomposition discussion – making sure that everything is covered and in the end, everyone agrees on the steps and their order.

Stay tuned for more on IDEF. In Part 2, we'll continue to the next step of decomposing the Laundy process. Hopefully this generic and simple example will help you lead others through process definition using IDEF for your own process!

- FemPM

Project Portfolio Approach: Continuous Improvement ...

Project Portfolio Approach: Continuous Improvement: Via IDD Aerospace Lean Manufacturing Operations: Six Sigma Process Controls Improve Quality and Reduce Manufacturing Lead Times ...

Continuous improvement projects are managed using a portfolio approach to strategic alignment at IDD ...

... "Project Management: At IDD Aerospace, we take a Project Management Office (PMO) approach and methodology for managing our cost reduction and Continuous Improvement efforts. All project candidates, whether they are Six Sigma, Lean Kaizen, Technology advancements, etc. are prioritized, planned, and managed according to our objectives and goals. ... " ...

IDD Aerospace is part of the Aircraft Systems Division of the Zodiac Group. The company is located in Redmond, WA and is a leading provider of illuminated light panels, control panels assemblies and integrated switch panels, bezels and keyboards for aircraft flight decks to customers worldwide.

IT PMO Service Orientation ...

IT PMO Service Orientation: Via Michael Byrne, Director, Computing and Network Services, University of Alberta: Program Management Office ...

Observations on the IT PMO ...

... "The PMO is a variant of the Project Office concept introduced decades ago in the engineering and construction industries as a chartering organization responsible for receiving, reviewing and approving project requests. To be successful in the IT world however, the PMO must be developed as a service-oriented, project management competence center. " ...

Project Management: Acceptance Process Define in Project Plan ...

Project Management: Acceptance Process Define in Project Plan: Via New York State Office of Technology: Section provides Project Managers with a compilation of references and resources to use as they seek to further their education and skills in project management ...

When is a project deliverable complete? And, who says that it is complete? The project manager? The project team? A sticky issue. Here's advice for a disciplined approach to managing the acceptance of deliverables ...

... "Acceptance Management: A process to be used throughout the project to obtain approval from an authorized Customer Decision Maker for work done on the project to date. This process is defined and included in the Project Plan. The approval at each stage means that the deliverable(s) for that stage are completed to the satisfaction of the Customer. In order for a deliverable to be considered complete and acceptable, it is measured against pre-determined acceptance criteria. " ...

OFT is predicated on both collaboration and innovation as it strives to guide the State's technology future. By taking advantage of emerging technology, OFT works to improve government services -- making state government more efficient, integrated, cost-effective and accessible.

Project Management ERP Integration: End-to-End Business Process

Project management tools provide an environment for project planning, scheduling, and tracking. Integration of project management tools with ERP and financial systems creates a powerful end-to-end business process for enterprise program management. Actual progress can meet actual costs in a hands-free manner for better visibility and decision making. Integrating systems is challenging business. Here is an interesting reference on third party middleware for project management and ERP integration ...

Via Impress Software: NB Power Goes Live with Impress Project Integration Application: Implementation of Impress Project I.App™ completed in record time to integrate Primavera® Project Management software with SAP® PLM Application ...

... "Project I.App integrates the business processes of project planning and enterprise resource planning (ERP) that would otherwise run independently of each other. Ensuring project data is consistent across all systems at all times, Project I.App eliminates the need for duplicate data entry and the risk of mismatched schedules and resources. Project I.App is a pre-packaged, out-of-the-box Integration Application that links SAP with major project scheduling and management products, such as Primavera, Microsoft Project, and TrackSoftware.NET. Accessible via a standard web interface, Project I.App includes a set-up wizard that is easy to use and administer and requires no programming knowledge. Project I.App was jointly developed by SAP and IMPRESS and is supported through SAP OSS. " ...

Impress Software provides packaged enterprise integration applications for SAP customers. Called I.Apps™, these applications enable quick and cost-effective deployment of streamlined business processes across multiple enterprise systems. Impress I.Apps are ready-made combinations of pre-defined integration elements. Coupled with tools that enable flexible implementation of custom and specific integration scenarios, Impress I.Apps allow integration to be completed at a fraction of the time and cost compared to traditional EAI development platforms. Impress customers include global leaders such as Bayer, DuPont, Halliburton, Nebraska Public Power District, Ontario Power Generation, Valero, and Total.

A PMO Combined with EPM Tools Can Offer Great Benefits... But Don't Expect Overnight Success

According to this insightful article from INS, Enterprise Project Management (EPM) can be a vital part of organizational success, and a well-run PMO combined with EPM software is the best way to make that happen. But success doesn't come overnight. Read on...

The Project Management Office: Enterprise Project Management is a Vital Tool

For Well-Rounded IT Project Management - Learn ITIL and PRINCE2

ITIL (IT Infrastructure Library) is to IT Services what the Project Management Institute's standards are to project management. It has become the de facto standard for IT service delivery worldwide.

Established by the Office of Government Commerce (OGC), the same people that brought us the PRINCE2 methology for project management, ITIL allows organizations to achieve excellence in IT services management. The standard metrics that ITIL provides also allows organizations to benchmark against other organizations.

The savvy IT project manager will want to learn about ITIL, as it makes an excellent compliment to project management skills (be it PMI or PRINCE2).

As an aside, PMI's PMBOK is meant to be a standard, whereas PRINCE2 is a methodology, complete with templates and predefined stage gates.

Check out the OGC's ITIL website...

OGC - IT Infrastructure Library (ITIL)

Turnkey Processes For PMO Setup: Project Management Office

Project Management Office: Set up your Project Management Office with easy to use, SOX compliant project management office processes ...

... "Set up processes for organizational project management. Processes On Demand can be used for both dedicated PMOs as well as virtual PMOs and helps to ensure rapid adoption and consistent execution of PMO processes and best practices. " ...

BOT International is a leading provider of software solutions for project management processes. BOT International helps project management offices and IT organizations reduce costs, save time, and improve project results. BOT International is headquartered in Orlando, Florida, with sales offices in Orlando, Florida; New York, New York; Nashua, New Hampshire; Dallas, Texas; Newport Beach, California; and Singapore.

Virtual Program Management Office Software: Level 5 ...

Virtual Program Management Office Software: Via Level 5 Partners - vPMO: Portfolio Management Center

... "The Portfolio Management Center (PMC) component of the Virtual Program Management Office is designed to help organizations achieve optimal portfolio efficiency. The PMC supports a three-part process: Step #1: Inventory and identify technology initiatives, Step #2: Initiative Assessment and Evaluation, Step #3: Resource Allocation Optimization ... " ...

Level 5 Partners, Inc. is a privately held company whose mission is to enhance organizations project delivery capability. Founded in 2002, Level 5 Partners is headquartered in Iselin, New Jersey. Its primary product, the Virtual Program Management Office(vPMO) is a program management office portal that includes Portfolio Management (pre-project analysis), Product Development Centers (project realization), Project Continuum (post-project support), Resource Planning (project staffing optimization), and Knowledge Management (cross-initiative knowledge share). It is the first product of its kind to include a true full project lifecycle capability.

EPM: Enterprise Program Management: ROI ...

EPM: Enterprise Program Management: ROI: Via Headstrong - Consulting and Outsourcing Service Provider - EPM: Maximizing Project ROI across the Enterprise ...

... "Enterprise Project Management (EPM) is the strategic management of business and IT priorities, investments, and projects across the enterprise. The objective of EPM is to take full advantage of the synergies across your enterprise architecture, portfolio management, and project management office disciplines to get maximum strategic value and return on project investments. " ...

Headstrong, Inc. is a global consultancy and financial solutions company that delivers expertise across business processes, management consulting and technology within financial services, manufacturing, public sector and service industries. Headstrong’s Financial solutions include matching engines and electronic exchange systems as well as trading, order management, stock lending, clearing, settlement and financial messaging systems. Customers include stock exchanges, commodity exchanges, brokerage houses and investment banks in addition to new generation marketplaces such as ATS’, ECNs, financial portals and private e-marketplaces. With a global resource pool of qualified advisors and its Global Delivery Centers, Headstrong can furnish a full range of integration services including strategic assessment, design, implementation, application development and maintenance both onshore and offshore. Headstrong helps clients align technology initiatives with business goals while leveraging its steadfast heritage (as James Martin + Co) of strong methodologies and standards for delivery. Headstrong maintains a 23-year track record of proven results and a solid client base. The company is headquartered near Washington, DC, with a global presence across North America, Europe and Asia-Pacific.